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Tables of Contents for Operations Strategy
Chapter/Section Title
Page #
Page Count
Acknowledgements
ix
PART 1 DEVELOPING A VIEW OF STRATEGIC OPERATIONS MANAGEMENT
Introduction: new economy - new business models
2
11
Why a different approach?
2
3
The value chain: integrated demand and supply chains
5
2
Operations strategy: profile and definitions
7
4
References
11
2
1 Emerging characteristics of value and value creation and delivery
13
12
A time of change
13
6
Value creation and value delivery
19
3
Summary
22
2
References
24
1
2 Perspectives of value
25
11
Introduction
25
2
A customer value model
27
1
Approaches to defining value
28
6
Summary
34
1
References
35
1
3 Value as a business concept
36
23
Introduction: revisiting basic concepts
36
10
Value strategy decisions: strategic effectiveness and operational efficiency
46
3
A conceptual approach to a value strategy model
49
9
Summary
58
1
References
58
1
4 Value based organisations: the growth of flexible response and virtual organisations
59
27
Introduction
59
4
Where we came from
63
1
Some constructs
64
5
More recent events
69
1
Where we may be heading
70
8
Some directives for the future: the virtual organisation
78
5
Summary
83
1
References
84
2
5 Supply chains and value chains: definitions, characteristics, differences and directions
86
19
Introduction
86
6
The value chain perspective
92
7
Current perspectives
99
3
Implications: a value strategy
102
1
Summary
103
1
References
103
2
6 Value based organisations: the value chain approach
105
17
Introduction
105
12
Organisational issues
117
3
Summary
120
1
References
120
2
7 Strategic and operational characteristics and components
122
32
Introduction
122
2
A generic approach
124
5
A generic value chain
129
6
Key issues and questions for value chain decisions
135
3
Adding value in the value chain
138
1
The value chain: organisational profile characteristics: an emphasis on value for the customer and the shareholder
139
5
Value chain: decisions and processes
144
6
Summary
150
2
References
152
2
8 Corporate value, performance management, coordination and control: issues and options
154
22
Introduction
154
1
The stakeholder approach
155
5
Using added value as a performance measure
160
2
The balanced scorecard
162
3
Developing a strategic operations management performance planning, coordination and control model
165
9
Summary
174
1
References
174
2
9 Managing customer value and the value proposition
176
24
Introduction
176
2
A customer value model
178
4
Components of customer value
182
6
The value delivery gap
188
5
Positioning: the value proposition
193
2
Creating a value proposition: a case study
195
3
Summary
198
1
References
198
2
10 Core competencies, key success factors, value/cost drivers and process management
200
26
Introduction
200
1
Core competencies capabilities
201
1
Competencies and capabilities
202
7
Key success factors
209
3
Value drivers
212
3
Core competencies/capabilities, key success factors and value drivers
215
2
Business processes: a conduit for value chain operations
217
5
Core competencies/capabilities and key success factors: Li and Fung continued
222
2
Summary
224
1
References
224
2
11 Where value strategy and value operations meet
226
22
Introduction
226
1
A framework for integrating value strategy and value production
227
6
The value chain: organisation profile
233
1
The value chain: processes, activities and decisions
234
4
Implementing value production: Li and Fung continued
238
5
Summary
243
1
References
244
6
PART 2 EXISTING VALUE CHAINS
Introduction
248
2
12 Industry value chains
250
15
The Prato (Italy) value chain
250
4
The automotive industry
254
9
Summary
263
1
References
264
1
13 Corporate value chains
265
16
The McKesson HBOC Corporation
265
8
IKEA
273
6
Summary
279
1
References
280
1
14 Value and value chains in healthcare
281
17
Introduction: value chains and a healthcare application
281
2
A value chain study at Queen Elizabeth Hospital
283
10
Value chain processes
293
4
Summary
297
1
References
297
1
15 Value chains in education
298
14
Introduction
298
2
A new business model for education?
300
3
What are the implications of value chains for universities?
303
3
Summary
306
4
References
310
4
PART 3 CONFIGURING THE VALUE CHAIN STRUCTURE AND PERFORMANCE
Introduction
312
2
16 Configuring the value chain: 1
314
29
Introduction: concepts and issues for the future
314
4
Revisiting value positioning and competitive advantage strategy
318
4
Exploring the interfaces
322
2
Intra- and inter-organisational processes
324
2
Performance planning and measurement in the value chain
326
10
Value chain planning and control
336
3
Summary
339
2
References
341
2
17 Configuring the value chain: 2
343
19
Introduction
343
3
Creating a value chain design
346
14
Summary
360
1
References
361
1
18 Case study exercises
362
21
Introduction
362
1
A value chain 'audit model': questions requiring answers
362
5
Case study 1: Caterpillar Inc
367
5
Case study 2: value chains in broadcasting
372
2
Case study 3: Wal-Mart - a model fmcg retail value chain?
374
3
Case study 4: Dell Computer Corporation
377
6
Index
383